d4721_t & d heritage

INTRODUCTION

Training and development has emerged as a major educational system in the last two

decades in India, it has been widely accepted as critical input for improving managerial

performance and organizational effectiveness. Every organization needs to have well-

trained and experienced people to perform activities that have to be done. If the current

job occupant can meet this requirement, training is not important. But when this is not

the case, it is necessary to raise the skills levels and increase the versatility and

adaptability of employees. Inadequate job performance or a decline in a productivity or

changes resulting out of job redesigning or a technological break-through require some

type of training and development efforts.

Training development and education are three terms frequently used. Training is a

process of learning sequence of programmed behavior. Ii is application of knowledge. It

gives people an awareness of rules and procedure to guide their behavior development

is related process. It covers not only those activities which improve job performance,

but also those which bring about growth of personality and potential capacity so that

they not only become good employees including operatives, supervisor and

executive/manager in every organization. Employees will enhance their skills,

knowledge and attitude for meeting the present as well as future job needs. Operatives,

superiors and managers who occupy higher responsibilities have key tasks to be

performed in the organization. Training helps them to perform those tasks effectively.

OBJECTIVES OF THE STUDY:

1. To analyze and examine the effectiveness of training and development programs

in HERITAGE FOODS INDIA LIMITED.

2. To assess how often training programs are conducted and how much are the

employees satisfied.

3. To study to what extent the training programs are applicable to their jobs.

4. To study the employee’s opinion on the training and development in

HERITAGE FOODS INDIA LIMITED.

LIMITATIONS OF THE STUDY:

1. This study covers those employees who are working at HERITAGE FOODS

INDIA LIMITED.

2. To understand and knowledge may vary from person to person. The replied

gives by the respondents are taken for granted, though they are not uniform.

3. Since names are mentioned in most of questionnaires, most of the employees

answered favorable to the company. This might have led to wring finding in the study.

4. The interpretation being based on percentage method is not definite.

5. The report is subjects to changes with fast changing scenario.

RESEARCH METHODOLOGY:

Title of the study: “EFFECTIVENESS OF TRAINING AND DEVELOPMENT

PROGRAMES FOR NEW ENTRANT MANAGERS” IN HERTIAGE –PSPD LTD.,

BHADRACHALAM UNIT.

NEED FOR THE STUDY:

The development of any economy policy of any nation depends upon its industrial

development. It consists of small, medium and large-scale industrial developments. In

these three types of industries, large-scale industries houses represented throughout

India

The HERTIAGE has 2 lakhs workers in India, out of that directly recruited employee

are about 20,000 and indirectly about 50,000 employees. It is a largest foreign exchange

in private sector. HERTIAGE is a multi business group and the turnover per annum is

around 400 crores.

Training and development of employees is necessary in all organizations for improving

the quality of work at levels to meet present competitive world requirement. We shall

upgrade our knowledge and skills day by day to meet the present requirements.

The success or failure of an organization depends in an effective combination and

utilization of the four “M”s i.e. Money, Material, Machinery and Man. But Man is the

most important feature because these feature in turn managers the other factors.

Therefore, if we manage men which is known as Human Resource the remaining three

factors will be managed well then by leading to the success of the organization.

The success and failure of any training program depends upon the effectiveness and

procedure adopted.

Therefore, considering the importance of training for the group of an individual or

organization the student researcher choose the “Effectiveness of Training and

Development programs for new managers in HERTIAGE -PSPD Limited” as the topic

fulfill the dissertation work.

OBJECTIVES OF THE STUDY:

To study about the present training and development programs in HERTIAGE -

PSPD Bhadrachalam Unit.

To know how far the training and development programs provided to New Entrants

are utilized properly as per the requirements of the job.

HYPOTHESIS:

This study is based on the assumption that HERITAGE FOODS INDIA LIMITED is

one of the pioneering in industry.

The HERITAGE FOODS INDIA LIMITED is one of the profitable private sector

industries in India. The student researcher believes that organization has adopted and

implemented an effective training method. This organization believes the need and

importance of training. Therefore the student researcher assumes that the training and

development programs are good shapes in organization. With this assumption the

student researcher has proceeded to complete the dissertation work.

SCOPE OF THE STUDY:

This study covers all aspects of training and development programs in HERITAGE

FOODS INDIA LIMITED. This study covers the New Entrant Manager response

towards the training programs in the organization.

METHODOLOGY:

Step 1: Constituted the distributing of the questionnaire to the sample respondents.

Step 2: Constituted of collecting back the questionnaire from the respondents.

Step 3: Constituted of systematic analysis and the data gathering in the form of tables

and graphs.

Step 4: Constituted of arriving of findings based on the study and giving suggestions

they’re on.

SOURCES OF DATA:

For the fulfillment of the study the student researcher has relied on two types of Data

i.e. primary data and secondary data.

PRIMARY DATA:

This study is almost based on primary data which is more acquainted for social science

research. The primary data has been collected by administering Questionnaire to the

selected respondents. Another sources of primary data is overall observations of

companies working, companies attitude on training and development. The student

researcher has conducted sufficient discussions with both the employer and employee to

gather the information for the aspects of Questionnaire.

SECONDARY DATA:

The Secondary data has been obtained by studying existing training and developmental

program in HERITAGE FOODS INDIA LIMITED. Data is also obtained by referring

to the earlier studies conducted in smaller areas and also the annual reports, brochures,

and other materials served as secondary data.

SAMPLING PLAN:

The sample of 55 employees were chosen out of 121 New entrant managers which is

more than 35% of the universe for the purpose of the study on the basis of using simple

random sampling method. The selection of the sample includes all the departments and

designations.

TOOLS AND TECHNIQUES OF DATA COLLECTION:

A Structured Questionnaire has been designed covering all relevant aspects of Training

and Development programs and administrated to the respondents for the collection of

the data. Whereas the information available from earlier studies, books, brochures,

annual reports, files and several other sources of secondary data. However, the data

collection was painstaking effort and endeavors were made to collect relevant

information with missionary Zeal.

DATA INTERPRETATION:

The data ventured to be collected through Questionnaire method the responses obtained

are then tabulated and analyzed and inferences are drawn. The statistical technique of

percentage method is used for the purpose of data analysis. Based on inferences drawn

from the data a suitable finding is made along with the necessary summary and

conclusion.

LIMITATIONS:

Due to time constraints the study was limited only for 25 days .The remaining 20

days were devoted to part I schedule work.

Random sampling method has been adopted and all limitations applicable to that

method are applicable here also.

The authenticity of information provided by the New Entrant Manager cannot be

assured.

Analysis of the data has been done based on the assumptions that the information

provided by the respondents is genuine.

The sample size is small when compared to total universe, Hence the capability of

study to the whole universe is constraint.

STATISTICAL TOOLS USED:

Percentage method:

Percentage method is used in making comparison between two or more series of data.

This is used to describe relationship.

Percentage of respondents = No of respondents x 100

Total respondents

The method of study followed in this project (in brief):

Sample size : 50

Data collection method : Primary and Secondary.

Duration of study : 45 days.

Analysis : Through percentage method.

HERITAGE FOODS INDIA LIMITED is a leading financial intermediary established

in 1994. A team of experienced and qualified professionals manages Heritage across all

the level of management. Mr. Ashok Kumar Jain, a chartered Accountant having more

than 20 Years of experience in capital markets, promotes the company. Heritage has

been on a growth path under his able leadership and values of integrity and

transparency have been in calculated in all company employees. Over the years

Heritage has played a successful role in client’s wealth creation. In the process Heritage

also refined itself, as an investment advisor and is poised to provide complete

Investment Management Solution to its valued clientele.

Heritage values of integrity and transparency in all its transactions are embedded deep

into roots helps it to provide excellent services, steady growth and complete satisfaction

to all its clients. Heritage strongly believes that success is only the end result of client’s

growth. Heritage has followed a consistent growth path and is established as one of the

leading broking houses of the country with the support and confidence of clients,

investors, employees, and associates.

COMPANY PROFILE:COMPANY PROFILE:

HERITAGE AT A GLANCE:

The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is one of the

fastest growing Private Sector Enterprises in India, with three-business divisions viz.,

Dairy, Retail and Agri under its flagship Company Heritage Foods (India) Limited

(HFIL), one infrastructure subsidiary - Heritage Infra Developers Limited and other

associate Companies viz., Heritage Finlease Limited, Heritage International Limited

and Heritage Agro Merine Private Limited. The annual turnover of Heritage Foods

crossed Rs.347 crores in 2006-07 and is aiming for Rs.700 crores during 2007-08.

Presently Heritage’s milk products have market presence in Andhra Pradesh,

Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore,

Chennai and Hyderabad. Integrated agri operations are in Chittoor and Medak

Districts and these are backbone to retail operations.

In the year 1994, HFIL went to Public Issue to raise resources, which was

oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock

Code: 519552) and NSE (Stock Code: HERITGFOOD)

ABOUT THE FOUNDER:

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic, Progressive and

Visionary Leaders of the 21st Century. With an objective of bringing prosperity in to the

rural families through co-operative efforts, he along with his relatives, friends and

associates promoted Heritage Foods in the year 1992 taking opportunity from the

Industrial Policy, 1991 of the Government of India and he has been successful in his

endeavor.

At present, Heritage has market presence in all the states of South India. More than

three thousand villages and five lakh farmers are being benefited in these states. On the

other side, Heritage is serving more than 6 lakh customers needs, employing more than

700 employees and generating indirectly employment opportunity to more than 5000

people. Beginning with a humble annual turnover of just Rs.4.38 crores in 1993-94, the

sales turnover has reached close to Rs.300 crores during the financial year 2005-2006.

Sri Naidu held various coveted and honorable positions including Chief Minister of

Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives &

Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small

Industries Development Corporation, and Chairman of Karshaka Parishad.

Sri Naidu has won numerous awards including “Member of the World Economic

Forum's Dream Cabinet" (Time Asia), "South Asian of the Year” (Time Asia),

“Business Person of the Year” (Economic Times), and “IT Indian of the Millennium

“(India Today).

Sri Naidu was chosen as one of 50 leaders at the forefront of change in the year 2000 by

the Business Week magazine for being an unflinching proponent of technology and for

his drive to transform the State of Andhra Pradesh.

FORWARD LOOKING STATEMENTS:

“We have grown, and intended to grow, focusing on harnessing our willingness to

experiment and innovate our ability to transform our drive towards excellence in

quality, our people first attitude and our strategic direction.

MISSION:

Bringing prosperity into rural families of India through co-operative efforts and

providing customers with hygienic, affordable and convenient supply of “Fresh and

Healthy" food products.

VISION:

To be a progressive billion dollar organization with a pan India foot print by 2012.To

achieve this by delighting customers with "Fresh and Healthy" food products, those are

a benchmark for quality in the industry.

We are committed to enhanced prosperity and the empowerment of the farming

community through our unique "Relationship Farming" Model.

To be a preferred employer by nurturing entrepreneurship, managing career

aspirations and providing innovative avenues for enhanced employee prosperity.

HERITAGE SLOGAN:

When you are healthy, we are healthy

When you are happy, we are happy

We live for your "HEALTH & HAPPINESS"

QUALITY POLICY OF HFIL:

We are committed to achieve customer satisfaction through hygienically processed and

packed Milk and Milk Products. We strive to continually improve the quality of our

products and services through up gradation of technologies and systems.

Heritage's soul has always been imbibed with an unwritten perpetual commitment to

itself, to always produce and provide quality products with continuous efforts to

improve the process and environment.

Adhering to its moral commitment and its continuous drive to achieve excellence in

quality of Milk, Milk products & Systems, Heritage has always been laying emphasis on

not only reviewing & re-defining quality standards, but also in implementing them

successfully. All activities of Processing, Quality control, Purchase, Stores, Marketing

and Training have been documented with detailed quality plans in each of the

departments.

Today Heritage feels that the ISO certificate is not only an epitome of achieved targets,

but also a scale to identify & reckon, what is yet to be achieved on a continuous basis.

Though, it is a beginning, Heritage has initiated the process of standardizing and

adopting similar quality systems at most of its other plants.

COMMITMENTS:

MILK PRODUCERS:

CHANGE IN LIFE STYLES OF RURAL FAMILIES IN TERMS OF:

Regular high income through co-operative efforts.

Women participation in income generation.

Saved from price exploitation by un-organized sector.

Remunerative prices for milk.

Increase of milk productivity through input and extension activities

Shift from risky agriculture to dairy farming

Heritage

Financial support for purchase of cattle; insuring cattle

Establishment of Cattle Health Care Centers

Supplying high quality Cattle feed

Organizing "Rythu Sadasu" and Video programs for educating the farmers in

dairy farming

CUSTOMERS:

Timely Supply of Quality & Healthy Products

Supply high quality milk and milk products at affordable prices

Focused on Nutritional Foods

More than 4 lakh happy customers

High customer satisfaction

24 hours help lines ( <10 complaints a day)

EMPLOYEES:

Enhancing the Technical and Managerial skills of Employees through

continuous training and development

Best appraisal systems to motivate employees

Incentive, bonus and reward systems to encourage employees

Heritage forges ahead with a motto "add value to everything you do"

SHAREHOLDERS:

RETURNS:

Consistent Dividend Payment since Public Issue (January 1995)

SERVICE:

Highest impotence to investor service; no notice from any regulatory authority

since 2001 in respect of investor service

Very transparent disclosures

SUPPLIERS:

Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavored

drinks Alfa-Laval: supplier of high-end machinery and technical support Focusing on

Tetra pack association for products package.

SOCIETY:

Potential Employment Generation more than 3500 employees are working with

heritage more than 9500 procurement agents got self employment in rural areas

more than 5000 sales agents associated with the company

Employment for the youth by providing financial and animal husbandry support

for establishing MINI DAIRIES

Producing highly health conscious products for the society

QUALITIES OF MANAGEMENT PRINCIPLES:

1. Customer focus to understand and meet the changing needs and expectations of

customers.

2. People involvement to promote team work and tap the potential of people.

3. Leadership to set constancy of purpose and promote quality culture trough out

the organization.

4. Process approach to assess the efficiency and effectiveness of each process.

5. Systems approach to understand the sequence and interaction of process.

6. Factual approach to decision making to ensure its accuracy.

7. Continual improvement processes for improved business results.

8. Development of suppliers to get right product and services in right time at right

place.

PRODUCT / MARKET WISE PERFORMANCE:

The total turnover is Rs 341 Crores during the financial year 2006-07 against the

turnover of 292.02 Crores in 2005-06. Today Heritage distributes quality milk & milk

products in the states of A.P, Karnataka, Kerala & Tamil nadu.

During the year 2006-07 liquid milk sales was Rs.28329.79 lakhs against Rs.24525.23

lakhs in the previous year. The sales of milk products including bulk sales of cream,

ghee and butter were recorded Rs 5781.59 lakhs against Rs 4677.21 lakhs.

MILK SALES:

23% growth was recorded in AP 2.38 lakhs liters per day(LLPD) in 2006-07 against

1.93 LLPD in 2005-06. 13% growth was recorded in Tamilnadu-1.53 LLPD in 2006-07

against 1.35 LLPD in 2005-06. Overall growth of 6% was recorded- 5.49 LLPD in 2006-

07 against 5.16 LLPD. Flavored milk sales recorded a growth rate of 77% over 2005-06.

Butter milk sales have gone up by 45% over 2005-06.

OUTLOOK:

Considering the growth potential in the liquid milk market, the company has drawn

plans to increase its market share in the existing markets and to enter into new markets

there by doubling revenues in dairy business in the next 3 years. To achieve this object,

company is undertaking major expansion in dairy business by inverting over Rs20

crores during 2006-07 and over Rs10 crores during the current year to strengthen the

milk procurement.

BRANCHES OF HFIL:

HFIL HAS 3 WINGS. THEY ARE

1. Dairy

2. Retail

3. Agribusiness

1. DAIRY:

It is the major wing among all. The dairy products manufactured by HFIL are

Milk, Curd, Butter, Ghee, Flavored Milk, Paneer, Doodhped & Ice Cream.

2. RETAIL:

In the retail sector HFIL has outlets namely “Fresh”. In those stores the products sold

are vegetables, milk& milk products, grocery, pulses, fruits etc.

In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4 respectively are

there. Totally there are 26 retail shops are there.

Fresh is a unique chain of retail stores, designed to meet the needs of the modern Indian

consumer. The store rediscovers the taste of nature every day making grocery shopping

a never before experience.

The unique& distinctive feature of Fresh is that it offers the widest range of fresh fruits

and vegetables which are directly handpicked from the farms. Freshness lies in their

merchandise and the customers are always welcomed with fresh fruits and vegetables

no matter what time they walk in.

3. AGRI BUSINESS:

In this business HFIL employees will go to farmers and have a deal with them. Those

farmers will sell their goods like vegetables, pulses to HFIL only. And HFIL will

transport the goods to retail outlets.

The agricultural professors will examine which area is suitable to import vegetables

from and also examine the vegetables, pulses and fruits in the lab. And finally they

report to the Head-Agribusiness. Representatives as per the instructions given by the

agri professors will approach the farmers directly and make a deal with them. It is the

process of registering the farmers.

ORGANISATIONAL HIERRCHEY

Chairman and Managing Director

Sr. Vice Presidents

Vice President

Sr. General Manager and Manager

Dy. General Manager

Asst. General Manager

Manager

Dy. Manager

HR DEPARTMENT CHART

Asst. Manager

Executive

Staff

Workmen

Vice President (HR & Legal)

Dy. Manager (HR)Confidential Executive

SupervisorExecutive (HR) Assistance Manager (HR)Security Executive

Sr. General ManagerDy. Manager (Legal)

TRAINING AND DEVELOPMENT:

NATURE:

Training can be viewed as a continuous process with definable strengths and

weaknesses. The necessity of training is to orient the employee for higher responsibility

and tasks. Training does not begin and end training regulates itself. Training to be more

effective should be in responsible to needs of organization. In all “training” there is

education and in all “education” there is training and these two processes cannot be

separated from development.

TRAINING IS THE RESPONSIBILITY OF FOUR MAIN GROUPS:

Top management – which plans the instructional programs.

The personal department-which the instructional programs.

Supervisors –who implement and apply development procedure.

Employees –who provide feedback, suggestions for corporate endeavor.

Training is a powerful tool, which will have a major impact on both employee

productivity and morale. As the job becomes complex, the importance of employee

Security Guard

development also increases. Training attempts to improve the employee performance on

the current job or prepare them for an intended job.

Training refers to the teaching /learning activities carried on for the primary purpose of

helping the employee of an Training is the organization to acquire and apply the

knowledge, skills, abilities need by that organization the effective functioning of any

organization requires that employees learn to perform their job at a satisfactory level of

proficiency. Activity of increasing the knowledge and skill of an employee for doing a

particular job.

Training is a short-term educational process and utilizing a systematic and organization

procedure by which employees learn technical knowledge and skills for definite

purpose. Training benefits management by raising the standards of quality, building the

organization structure but also heightens the morale of employees, reduces

dissatisfaction and enables them to develop and rise within the organization by earning

power and job security.

Training courses are most effective when they are intensive and are held over a few

days away from the office. This helps in getting feedback on all aspects of organization

as well as vital check on training itself.

The HERTIAGE LTD - PSPD management keeps all this in view and provides their

employees right kind of training at right time to meet with the environmental changes.

Organizations effectiveness is dependent on its ability to accomplish the following three

objectives:

1. To achieve its goals

2. To maintain itself internally

3. To adapt to its environment

TRAINING INPUTS:

There are three primary types of inputs:

Skill

Attitudes

Knowledge

SKILL:

Training activities encompass activities ranging from acquisition of a simple mechanical

skill to a complex administrative one.

ATTITUDE:

Through orientation programs the organization has to mould and build up favorable

attitude of the employee towards the organizational goals.

Training program therefore, should mould the employee’s attitudes supporting

company activities. The primary purpose of training is the optimum man-task

relationship.

KNOWLEDGE:

EMPLOYEE SHOULD POSSESS:

Knowledge about the job, factory, industry and its organization in general specific

knowledge about the job, knowledge about the particular disciplines relating to the job.

Training aimed at imparting knowledge to employees that the organization provides for

understanding of all the modern industry.

The primary purpose of training is to establish a sound relationship between employee

and his job. This purpose can be served when the workers attitude is in the favor of the

job, when the workers knowledge regarding the job and organization is adequate, and

when the worker possesses the required skill.

AREAS OF TRAINING:

Training in company policies and procedures (production training)

Training in particular skills.

Training in human relations.

Training in problem solving

Managerial and supervisory skills

Apprentice training.

TRAINING POLICY:

A Company’s training policy represents the commitment of its top management to

training and is expressed in the rules and procedures, which govern or influence the

standard and scope of training in the organization.

TRAINING POLICIES ARE MUST FOR THE FOLLOWING

REASONS:

To highlight the firm’s approach to the training function, provide guidance for

design and execution, and to provide information regarding programs to all employees.

Formulation of policy helps in identification of priority areas in training, and since

resources are scarce, they are prioritized according to felt needs.

A training policy document helps to communicate the firm’s intent regarding an

employee’s career planning, and also gives the employee the opportunity to better his

prospects through training

Definition of Training and Development is any attempt to improve current or future

employee performance by increasing an employee ‘s ability to perform through

learning, usually by changing the employee’s attitude or increasing his or her skills and

knowledge. The need for training and development is determined by the employee’s

performance deficiency, computed as follows:

Training and Development need =Standard performance-Actual performance.

We can make a distinction among Training, Education and Development.such

distinction enables us to acquire a better perspective about the meaning of the terms.

Training, as was stated earlier, refers to the process of imparting specific skills.

Education, on the other hand, is confined to theoretical learning in classrooms.

TRAINING AND EDUCATION DIFFERENTIATED:

Training Education

Application Theoretical Orientation

Job Experience Classroom Learning

Specific Tasks General Concepts

Narrow Perspective Broad Perspective

Though training and education differ in nature and orientation, they are

complementary. An employee who undergoes training is presumed to have had some

formal education. No training is complete without an element of education. In fact, the

distinction between training and education is getting increasingly blurred nowadays. As

more and more employees are called upon to exercise judgment and to choose

alternative solutions to the job problem, training programs seek to broaden and develop

the individual through education. For instance, employees in well paid jobs and or

employees in the service industry may be required to make independent decisions

regarding their work and their relationships with clients. Hence, organizations must

consider elements of both education and training while planning their training

programs.

Development refers to those learning opportunities designed to help employees grow.

Development is not primarily skills-oriented. Instead, it provides general knowledge

and attitudes, which will be helpful to employees in higher positions. Efforts towards

development often depend on personal drive and ambition. Development activities, such

as those supplied by management developmental programs, are generally voluntary.

To bring the distinction among training, education and development into sharp focus, it

may be stated that training is offered to operatives, whereas developmental programs

are meant for employees in higher positions. Education however is common to all the

employees, there grades notwithstanding.

IMPORTANCE OF TRAINING:

The importance of Human resource management to a large extends depends on human

resource development and training is its most important technique. No organization can

get a candidate who exactly matches with the job and the organization requirements.

Hence, training is important to develop the employee and make him suitable to the job.

Training works towards value addition to the company through HRD.

Job and organizational requirements are not static, they are changed from time to time

in view of technological advancement and change in the awareness of the total quality

and productivity management (TQPM). The objectives of the TQPM can be achieved

only through training, which develops human skills and efficiency. Trained Employees

would be valuable assets to an organization. Organizational efficiency, productivity,

progress and development to a greater extend depend on training. If the required

training is not provided, it leads to performance failure of the employees.

Organizational objective like viability stability and growth can be achieved through

training. Training is important as it constitutes a significant part of management

control. Training enhances four C’s for the organisation.viz.

Competence

Commitment

Creativity and

Contribution.

INPUTS IN TRAINING AND DEVELOPMENT:

Any training and development program must contain inputs, which enable the

participants to gain skills, learn theoretical concepts and help acquire vision to look into

the distant future. In addition to these, there is a need to impart ethical orientation,

emphasize on attitudinal changes and stress upon decision-making and problem solving

ability

Inputs Operatives Lower-Level

Managers

Middle-Level

Managers

Top-Level

Managers

Specific job

Skills

Yes - - -

Motor Skills Yes Yes Yes Yes

Interpersonal

Skills

Yes Yes Yes Yes

Education - - Yes Yes

Development - - Yes Yes

Ethics - - Yes Yes

Attitudinal

Changes

Yes Yes Yes Yes

Decision -

Making And

Problem

Solving

- - Yes Yes

BENEFITS OF TRAINING:

HOW TRAINING BENEFITS THE ORGANIZATION?

Leads to improve profitability and /or more positive attitudes towards profit

orientation

Improves the job knowledge and skills at all levels of the organization

Improves the morale of the work force

Helps people identify with organizational goals

Helps Create a better corporate image

Fosters authenticity openness and trust.

Improves relationship between Boss and subordinate

Aids in organizational development

Learn from the trainee

Helps prepare guidelines for work.

Aids in understanding and carrying out organizational police.

Provides information for future needs in all areas of the organization.

Organization gets more effective decision making and problem solving skills

Aids in developing Leadership skills, Motivation, loyalty, Better Attitudes and other

aspects that the successful workers and managers usually display.

Aids in increasing productivity and or Quality of work.

Aids to development for promotion from within.

Helps keep costs down in many areas.

Develops a sense of responsibility to the organization for being competent and

knowledgeable

Improves labor – management relations.

Reduces outside consulting costs by utilizing competent internal consultation.

Stimulates primitive management as opposed to putting out fires.

Eliminates suboptimal behavior

Creates an appropriate climate for growth, communication.

Aids in improving organizational communication

Helps employees adjust to change.

Aids in handling conflict, they’re by helping to prevent stress and tension.

BENEFITS TO THE INDIVIDUAL, WHICH IN TURN ULTIMATELY

SHOULD BENEFIT THE ORGANIZATION:

Helps the individual in making better decisions and effective problem solving

Through training and development, Motivational Variables of recognition,

Achievement, Growth, Responsibility and advancement are internationalized and

operational zed.

Aids to encouraging and achieving self-development and self-confidence.

Helps a person handle stress, Tension, Frustration and conflict.

Provide information for improving leadership, knowledge, communication skills and

attitudes.

Increases job satisfaction and recognition.

Moves a person towards personal goals while improving interactive skills

Satisfies personal needs of the trainer

Provides the trainee an avenue for growth and say in his/her own future.

Develops a sense of growth in learning.

Helps a person develop speaking and listening skills also writing skills when exercise

are required

Helps eliminate fear in attempting new tasks.

BENEFITS IN PERSONAL AND HUMAN RELATIONS, INTRAGROUP

AND INTERGROUP RELATIONS AND POLICY IMPLEMENTATION:

Improves communication between groups and individuals.

Aids in orientation for new employee and those taking new job s through transfer or

promotion.

Provides information on equal opportunity and affirmative action.

Provides information on other government laws and administrative polices.

Improves interpersonal skills.

Makes organizational polices rules and regulations viable.

Improves morale.

Builds cohesiveness in-groups.

Provides a good climate for learning growth and coordination.

Makes the organization a better place to work and live.

It is the intentional act of providing means for learning; this act enhances the

knowledge and skill of an employee for doing a particular job

NEED FOR TRAINING:

Every organization big or small, old or newly established should provide training to all

employees irrespectively of their qualification, skill, and suitability for the job etc. Thus,

no organization can choose whether or not to train employees.

SPECIFICALLY, THE NEED FOR TRAINING ARISES DUE TO THE

FOLLOWING REASONS:

To match the Employee specifications with the job requirement and organizational

needs:

An employee’s specifications may not exactly suit to the requirements of the job and

organization irrespective of his past experience, qualifications, skills, knowledge etc.

Thus management may find deviations between employee’s present specification and

job requirements and organization needs.

ORGANIZATIONAL VIABILITY AND TRANSFORMATION

PROCESS:

The primary goal of most of the organizations is there viability and efficiency. But

environmental pressures continuously influence the organizational viability. If the

organization does not adapt itself to the changing factors of the environment, it will lose

its market share. if the organization desires to adopt to these changes, first it has to

train employees to impact specific skill and knowledge in order to contribute to the

organizational efficiency and to copy with changing environment the productivity of the

organization can be improved by increasing the efficiency and to cope of transformation

process, which in turn depends on enhancement of existing levels of skills and

knowledge of the employees. Employee effectiveness can be secured by proper training.

TECHNOLOGICAL ADVANCES:

Every organization, in order to survive and to be effective, should adopt the latest

technology i.e. mechanization, computerization and automation. Technology alone does

not guarantee success unless people possessing required skills and knowledge from time

to time support it.

ORGANIZATIONAL COMPLEXITY :

With the emergency of increased mechanization and manufacturing of multiple

products and by products or dealing in services of diversified lines, extension of

operation to various regions of the country or in overseas countries, organization of

most of the companies has become complex. This leads to the growth in number and

kind of employees and layers in organizational hierarchy. This in turn creates the

problems of coordination and integration and adaptability to the requirements of

growth diversification and expansion. Training is responsible for much of the planned

change and effective of the organization.

CHANGE IN THE JOB ASSIGNMENT:

Training is also necessary when the existing employee is promoted to the higher level in

the organization or where there is some new job or operation due to transfer. Training

is also needed to equip to old employees with the advanced disciplines, techniques or

technology.

TRAINING IS ALSO NEED FOR:

Increased productivity

Improve quality of the product/ service

Help a company to fulfill its future personnel needs

Improve health and safety

Prevent obsolescence

Effect personnel growth

Minimum the resistance to change

ASSESSMENT OF TRAINING NEEDS:

Training needs are identified on the bases of organizational analysis and man analysis.

Training program, training methods and course content are to be planned on the basis

of training needs. Training needs are those aspects necessary to perform the job in the

organization in which employee.

Training needs = job and organization requirements – employee specifications.

Training needs can be identified through identified the organizational needs based on:

Strengths and weakness in areas likes accidents, excessive scrap, frequent breakage of

machinery, excessive labor turnover, market share and marketing areas, quantity and

quality of the output, production schedule, raw materials and other production areas

personal finance. Department strength and weaknesses including specific problems of

the department or a common problem of a group of employees like acquiring skill and

knowledge in operating computer by accounting personnel.

THE FOLLOWING METHODS ARE USED TO ASSESS THE

TRAINING NEEDS:

Organizational requirements & weakness

Departmental strength & weakness

Job specification and employee specification

Identifying specific problems

Anticipating future problems

Management’s request

Observation

Interviews

Group conferences

Questionnaire surveys

Test or examinations

Checklists

Performance appraisal

A healthy organization climate represents its commitment and expresses it through

successful and smooth training policy, which will govern and influences the standard of

program it undertakes. Training needs have to be related both in terms of organization

needs and individual demand.

TRAINING METHODS:

As results of research in the field of training a number a number of programs are

available. Some of these are new methods while other improvements over traditional

methods. The training programs commonly used to train operative and supervisory

personnel are discussed below. These programs are classified into on-the-job training

programs and off-the-job training programs.

ON-THE-JOB METHODS:

This type of training, also known as job instruction training, is most commonly used

methods. Under this method, the individual is placed on a regular job and taught the

skills necessary to perform that job.

The trainee learns under the supervision and guidance of a qualified worker or

instructor.

A) JOB ROTATION:

This type of training involves the movement of the training involves the movement of

the trainee from of one job to another. The trainee receives job knowledge and gains

experience from his supervisors or trainer in each of the different job assignment.

Through this type of training is common in training managers for general management

positions, trainees can also be rotated from job to job in workshops jobs. This method

gives an opportunity to the trainee to understand the problems of employees on other

jobs and respect them.

B) COACHING:

The trainee is placed under a particular supervisor who functions as a coach in training

the individual. The supervisor provides feedback to the trainee on his performance and

offers him some suggestions for improvement. Often the trainee shares some of the

duties and responsibilities of the coach and relives him burden. A limitation of this

method of training is that the trainee may not have the freedom or opportunity to

express his own ideas.

C) JOB INSTRUCTION:

This method is also known as training through step by step. Under this method, trainer

explains the trainee the way of doing the jobs, job knowledge and skills and allows him

to do the job. The trainer appraises the performance of the trainee, provides feedback

information and corrects the trainee as shown below

Step 1. Prepare the employee for instruction.

Step 2. Present the job.

Step 3. Have him to do the job.

Step 4. Follow through

D) COMMITTEE ASSIGNMENTS:

Under this group of trainees are given and asked to solve an actual organization

problem. The trainees solve the problem jointly. It develops teamwork.

OFF – THE - JOB TRAINING METHODS:

Under this method of training, trainee is separated from the job situation and his

attention is focused upon learning the material related to his future job performance.

Since the trainee is not distracted by job rather than spending his time in performing it.

There is an opportunity for freedom of expression for the trainees. Off - the - job -

training methods are as follows.

A) VESTIBULE TRAINING:

In this method of training, actual work conditions are stimulated in a classroom.

Material, files equipment those are used in training. This type of training is commonly

used for clerical and semiskilled jobs.

B) ROLE-PLAYING:

It is defined method of human interaction that involves action, doing and practice. The

participants play the role of certain characteristics, such as production manager,

mechanical engineers, superintendents and the like. This method is mostly used for

developing interpersonal interactions and relations.

C) LECTURE METHOD:

This lecture is traditional and direct method of instruction. The instructor organizes the

material and gives it to group of trainees in the form of a talk. To be effective, the

lecture must motive and create interest among the trainees.

An advantage of lecture method is that it is a direct and can be used for a large group of

trainees. Thus the cost and time involved are reduced. The major limitation of the

lecture method is that it does not provide for transfer of training effectively.

D) CONFERENCE OF DISCUSSION METHOD:

It is a method in training the clerical, professional and supervisory personnel. This

method involves a group of people who assumptions, and draw conclusion, all of which

contribute to the improvement of job performance. Discussion has the distinct

advantage over the lecture method in that the discussion involves two-way

communication and hence feedback is provided. The participants feel free to speak in

small groups. The success of this method depends on the leadership qualities of a person

who leads the group.

E) PROGRAMMED INSTRUCTION:

In recent years this method had become popular. The subject matter to be learned is

presented in a series of carefully planned sequential units. These units are arranged

from simple to more complex level of instruction. The trainee goes through these units

by answering questions or filling the blanks. The method is expensive and time

consuming.

TRAINING PROCEDURES:

TRAINING PROCEDURE IS DONE AS FOLLOWS:

PREPARING THE INSTRUCTOR:

The instructor is made to make to know both job to be taught and how to teach it. The

job is divided into logical parts so that each can be taught at a proper time without the

trainee losing prospective of the whole. This becomes a lesson plan. For each part one

should have in mind the desired technique of instruction, that is, whether a particular

point is best taught by illustration, demonstration or explanation.

PREPARING THE TRAINEE:

As in interviewing, the first step in training is to put the trainee at ease, most people are

somewhat nervous when approaching an unfamiliar task. Though the instructor may

have executed this training procedure, many times he or she never forgets its newness to

the trainee. The quality of empathy is a mark of the good instructor.

GETTING READY TO TEACH:

THIS STAGE OF THE PROGRAM IS CLASS HOUR TEACHING

INVOLVING THE FOLLOWING ACTIVITIES:

Planning the program

Preparing the instructor’s outline

Does not try to cover too much material

Keeping the session moving along logically,

Discussing each item in depth,

Repeat, but in different words.

Take the material from standardized tasks when it is available.

When the standardized text is not available, developing the program and course content

based on group approach. Group consists of employer, skilled employees, supervisors,

trade union leaders and others familiar with job requirements, group prepares teaching

material.

Teaching about the standards for the trainee like quality, quantity, waste or scrap.

Ability to work without supervision, knowledge of procedures, safety rules, human

relations etc.

Remembering the standards, before he / she teach.

Taking periodical progress of the trainees, and application onto account.

PRESENTING THE OPERATION:

There are various alternative ways of presenting the operation viz., explanation

demonstration etc. An instructor mostly uses the method of explanation. In addition one

may illustrate various points through the use of pictures, charts, diagrams and other

training aids; demonstration is an excellent device when the job is essentially physical in

nature. The following sequence is a favorite with these company instructors.

Explain in the sequence of the entire job

Do the jobs step by step according to the procedure.

Explain each step that he is performing.

Have each step that he is performing.

TRY OUT THE TRAINEE’S PERFORMANCE:

The trainee should now be asked to start the job independently. Here the instructors

prefer that the trainee explains each step before doing it, particularly if the operation

involves any danger, the trainee, through repetitive practice, will acquire more skill.

FOLLOW UP:

The final step in training procedures is that of follow-up. When people are involved in

any problem or any procedure, it is unwise to assume that things are always constant.

Follow-upon is adapted to a variable reinforcement schedule as suggested in the

discussion of learning principles. The follow up system should provide feedback on

training effectiveness and on total value of training system.

Training and Development in HERTIAGE PSPD, Bhadrachalam unit

OBJECTIVES OF TRAINING & DEVELOPMENT:

Competency Up gradation of all.

Preparing multi-skilled workforce

Building Climate for Learning and Involvement of one & all.

In Approach to Training & Development, they will first know about the job they have

to do. After knowing about the job their knowledge (K) and skill (S) level will be

identified. Basing on the K & S levels of the new entrant the suitable training method

identification will be done. . Then their K & S levels will be matched with the job

requirements. Next, the Gap Analysis will be done, i.e., finding out the gap between the

job requirement’s and K&S of the new entrant. According to that training plan will be

prepared. Basing on the training plan the training programs will be conducted. After

completion of training programs, the evaluation of training effectiveness will be done.

MANAGERS TRAINING:

In HERTIAGE -PSPD, Managers training is given in four stages:

1. Managerial Skill

2. Computer Based Training

3. Skill Development

4. JMT’s & MT’s

IN MANAGERIAL SKILL STAGE, THEY WILL COVER ABOUT:

General topics like safety awareness, Environment etc. which are useful in day to

day life and safety programs those are to be followed in industry. These topics are

covered in Management Development Program.

In Department they will know about the department requirements and they will give

training on the requirements of the department.

From Appraisal given by Managers they will know about the requirements of

managers and they will help them to develop the needed requirements in training.

In Computer based training, they will get the total information of company and also

they can get the training material in PSPD Vidyalaya.

In Skill Development, Management Skills are given on the basis of department

requirement and Appraisal feedback. If managers are not familiarize about the

equipment then training is given on how to use it and also information is given about

suppliers. External training is given if there is any need. External faculty is also called

for conducting training programs. Since 2nd July 2007, Vidyalaya Quiz modules were

made available to all. These modules are mandatory for all fresh managers.

In their initial familiarization program they will tell about organization values, Vision

etc. and also to get acquainted with the remaining employees. It takes place for one

week after this program, experienced managers are sending to their concerned

departments. But for freshers there is a long-term training program

LONG TERM TRAINING PROGRAM…

Long Term Training program is aimed at imparting a detailed knowledge of the

function of the department where he is going to be posted. The suppliers and customer

of this department are also covered in the program. Each Module of the program will

have a test conducted by that department and the trainee must achieve at least 60%

marks in the test otherwise he will have to go back to that department and rewrite the

test. Long Term Induction will take place 3 months. After these Induction program

Fresher’s are sent to concerned department.

TRAINING SCHEDULE FOR THE MECHANICAL TRAINEES:

Dept/Area Duration From To Scope Guide / E&T

Pillar

Member

Drawing

office

4 Weeks 25-jun 21-jul Basic Drawing,

Sketching,

Measurements,

CAD, Fits &

Tolerance Etc. Test

On 21.07.2008

PV.Srinivasa

Rao

Work

shop

3 Weeks 23-jul 11-Aug Measurements, Roll

Grinding & other

machine functions,

Garage.

PV Srinivasa

Rao / Durga

Srinivas

Test on 11/08/2008

SP Cell 2 Weeks 13-Aug 25-Aug Inspection of items

as per Drawing

Test on 25.08.2008

PV Srinivasa

Rao / Janaki

ram

ENCON 1Week 27-Aug 01-sep Energy

Conversation

Test on 01.09.2008

PV Srinivasa

Rao /

N Alagiri

Engg

Stores

1 Week 03-Sep 08-Sep Stores activity,

Inventory

Test on 08.09.2008

Sreekant

Bagade

Pulp Mill 2 Weeks 10-Sep 22-Sep Pulp mill operation

and Maintenance

Test on 22.09.2008

PV KeKra /

KD Sharma /

DVM Naidu

PM 4 2 weeks 24-Sep 06-Oct Operation and

Maint.of PM4

Test on 06.10.2008

SVR

Kishnan/

Amv

Shankar

FH 4 1 Week 08-Oct 13-Oct Operation

&Maint.of FH 4

Test on 13.10.2008

SVR

Kishnan/

Muralidaran

Utilities 2 Weeks 15-Oct 27-Oct Operation&Maint.o

f boilers, its

Auxiliaries,

TG,ETP,

Power distribution

etc.

Test on 27.10.2008

S venkat

Rao/

Narendar

Reddy

TRAINING CALENDAR FOR THE YEAR 2007-08:

Y/N DATA

S.n

o.

Are

a

Topic Faculty Dur

atio

n

Is

Materi

al

Ready?

Sessi

on 1

Sess

ion

2

Sessio

n 3

Sess

ion

4

Sessio

n 5

1 NF

L

Chipping

&Coockin

g

KRK/

Hari

Krishna

2 Hr Yes 16-

Aug

Thu

05-

Oct

Fri

24-Nov

Sat

11-

jan

Fri

19-

Feb

Tue

2 CLO2&Sc

reening

Manoj/

Fayaz

2 hr Yes 20-

Aug

Mon

09-

Oct

Tue

29-nov

Thu

14_

Jan

Mo

n

27-

Feb

Wed

3 Washing Subhad

ra/SR

raju

2hr Yes 29-

Aug

Wed

16-

Oct

Tue

06-Dec

Thu

16-

jan

We

d

04-

Mar

Tue

4 Safety &

Work

Permit

Issue

Ram

Babu

2 hr Yes 13-

Sep

Wed

31-

Oct

We

d

20_De

c Thu

30-

Jan

We

d

12-

Mar

Wed

5 Bleaching Ranjit/

Sampat

h

2 hr Yes 08-

Sep

Sat

22-

Oct

Mo

n

15-Dec

Sat

22-

jan

Tue

20-

Mar

Thu

6 Fire

Fighting

Sheik 2 hr Yes 19-

Sep

Wed

07_

Nov

We

d

26-Dec

Wed

05-

Feb

Tue

25-

Mar

Tue

7 Lubricatio

n

PNV

Venkan

na

2 hr Yes 26-

Sep

Wed

13-

Nov

Tue

03-Jan

Thu

13-

Feb

We

d

8 Fits &

Tolerances

NRC

Murthy

2 hr Yes

9 Gear

Boxes

KNV

Kishore

2 hr Yes

10 Bearings 1 DVM

Naidu

2 hr Yes

11 Pumps NRC

Murthy

2 hr Yes

12 Couplings,

Chains,

V Belts

Sri

Ramulu

2 hr Yes

13 Mechanica

l Seals

DVM

Naidu

2 hr Yes

14 Presses MSN /

Rama

Raju

2 hr No

In the Training Calendar, it presents the class room schedule of the training program

that is to be given to the New Entrant Managers. It provides the schedule regarding the

topics to be covered, who should deal the particular topic, the time and date schedule

allotment, whether material regarding the training is ready or not, sessions to be

covered etc., will be given in advance so that the new entrant managers will get an

overlook on the training module in the organization.

EMPLOYEES TRAINING:

Employees Training Includes Behavioral, Skill Development And Multi Skill

Development Stages.

In Behavioral training, they will teach how to behave in an Industry in Employee

Development Program.

SKILL DEVELOPMENT:

Training needs for Skill Development of Employees are identified through Task

Analysis and Training Requirement List by Respective Departments.

Following training methods are adopted:

Classroom Training(Internal)

Classroom Training (External)

One Point Lessons

On Job Training

CD’s and Video.

MULTI SKILLING TRAINING TO EMPLOYEES INCLUDES:

1. Maintenance (Mech., Elec. & Inst.) Training to all Process Based, Intermediate

trainers, Worker Trainees and Process Employees.

2. Process Training to all the Operators to work in all the positions in their

Department.

3. Basic Process Training to Maintenance people.

In Multi-skilling training one - week classroom lecture on different subjects of

maintenance, two-week practical under a guiding manager will be done.

A Test is conducted on the subjects covered in the classroom lecture.

After going back to respective workplace monitoring the progress through reports

signed by HOD / Shift incharge will be done.

1. What kind of training methods do you prefer?

a) On the job training methods b) off the job training methods c) Both

S.NO NO.OF

RESPONDENTS.

% OF

RESPONDENTS.

1 24 44%

2 11 20%

3 20 36%

DATA ANALYSIS: 44% of the employees say that they prefer on the job training.

20% of the employees say that they prefer off the job training 36% are said that they

prefer both the type of training methods.

INTERPRETATION: Above analysis say that company mostly offers on the job

training. As they have better training faculty.

2. Does the Organization provide training for present employees or new employees?

a) P r e s e n t e m p l o y e e s

b ) N e w e m p l o y e e s

c) Both.

44%

20%

36%

Training methods used in organisation

on the job methods

Off the job methods

Both

S.NO NO.OF

RESPONDENTS.

% OF RESPONDENTS.

1 13 24%

2 25 45%

3 17 31%

Data analysis: 24% of the employees say that company give training to the present

employees, 45% says that company give training to the new employees and 31% says

that company give training to the both employees.

Interpretation: Above analysis say that company provides training to the new

employees in order to increase their efficiency and productivity and training is also

provided to the existing employees to update their knowledge and skills.

24%

45%

36%

Providing training for present or new employeees

Present employeesNew employeesBoth

3. The induction training is a well-planned exercise in the organization?

a) Strongly agree b) Agree c) Disagree.

S.NO NO.OF

RESPONDENTS.

% OF

RESPONDENTS.

1 21 38%

2 25 45%

3 09 17%

Data analysis: 38% of employees strongly agree that induction is a well-planned

exercise in the organization. 45% employees agree and 17% of the employees disagree

that training is a well-planned exercise in the organization.

Interpretation: The above analysis makes it clear that the company provides induction

training to the new employees.

38%

45%

17%

Introduction training is a well planned exercise in organ-isation

Strongly agree

Agree

Disagree

4. What kind of training methods does the organization provide to train the

employees?

a)On the job training methods b) Off the job training methods c) Lectures d) Audio

visuals e) All the above

Data analysis:

33% of employees

say that the

company provide on

the job training

method. 16% says

that the company

provides off the job

training method.

20% Says that the

company provide

lectures, 18% says

that it provides

audio visuals and

13% says that company provide all above methods.

Interpretation: The above analysis says that the company gives priority to on the job

training methods.

S.NO NO.OF

RESPONDENTS.

% OF

RESPONDENTS.

1 18 33%

2 09 16%

3 11 20%

4 10 18%

5 7 13%

33%

16%20%

18%

13%

Training methods provided to train the employees

On the job training Off the job trainingLecturesAudiovisualsAll the above

5. How often the training programs or conducted in your organization?

a) Every month b) Every Quarter c) Half yearly d) Once in a year

S.NO NO.OF

RESPONDENTS.

% OF RESPONDENTS.

1 15 27%

2 7 13%

3 10 18%

4 23 42%

Data analysis: 27% of employees say that the training program conducted in the

organization every month. 13% Says that training program conducted every year.18%

says that the training program conducted half-yearly. 42% says that the training

program conducted once in a year.

Interpretation: The above analysis says that the company gives provides training

depending on need and situation.

27%

13%

18%

42%

Training programs conducted in the organisation.

Every month

Ever Quarter

Half-year

Once in a year

6. Training is done at all levels of organization on a continuous basis?

a) S t r o n g l y a g r e e

c ) D i s a g r e e

strongly

disagree

S.NO NO.OF

RESPONDENTS.

% OF RESPONDENTS.

1 22 40%

2 17 31%

3 10 18%

4 6 11%

Data analysis: 40% of employees strongly agreed, 31% are agreed, 18% disagreed and

11% are strongly disagreeing that is done at all levels of organizations on a continuous

basis.

Interpretation: The above analysis makes it clear that the company provides training to

all the levels of Organization.

40%

31%

18%

11%

Training done at all the level of organization on a continuous basis

Strongly agreeAgreeDisagreeStrongly Disagree

7. Are you participating in training actively?

a) Yes b)

Agree

S.NO NO.OF

RESPONDENTS.

% OF

RESPONDENTS.

1 45 82%

2 10 18%

Data analysis: 82% of employees say that they actively participating in the training

program. 18% says that the participating in the training program.

Interpretation: The above analysis says that the most of the employees are actively

participating in the training program.

82%

18%

Employees participating in the training program actively

YesNo

8. Are you satisfied with present method of selection of candidates for training?

a) Yes b) No.

S.NO NO.OF

RESPONDENTS.

% OF

RESPONDENTS.

1 46 84%

2 9 16%

Data analysis: 84% of the employee says that they are satisfied with the present

method of selection of candidates. 16% are Says that they are not satisfied with the

present method of selection.

Interpretation: The above analysis says that most of employees in the company are

satisfied with the adopted method of selection of candidates for training.

84%

16%

Employee s satisfaction with the present method of selection of candidates for training

Yes

No

9. Training program helped to increase the productivity of both quality and

quantity?

a) Strongly agree b) Agree c) Disagree d) strongly disagree

S.NO NO.OF RESPONDENTS. % OF

RESPONDENTS.

1 28 51%

2 17 31%

3 7 13%

4 3 5%

Data analysis: 51% of the employees strongly agreed that training program helped in

increase the production of quality and quantity, 31% employees agreed, 13% of

employees are disagreed and 5% are strongly disagreed.

Interpretation: from the above analysis it is clear that the training program in the

company helps in the increase of productivity of both quality and quantity.

51%

31%

13%5%

Training program helped to increse productivity of both quality and quntity

Stongly agreeAgreeDisagreeStrongly disagree

10. The training program conducted in the organization is importing latest

technology in the market?

a) Yes b) No.

S.NO NO.OF

RESPONDENTS.

% OF

RESPONDENTS.

1 46 84%

2 9 16%

Data analysis: 84% of the employees say yes and 16% of the employees say No, that the

training program conducted in organization imparting latest technology in market.

Interpretation: The above analysis says that the company is imparting latest technology

in the market.

11. The training program has emphasis on relevant safety programs?



RESPONDENTS.

1 15 27%

2 24 44%

3 10 18%

4 6 11%

Data analysis: 27% of the employees strongly agreed, 44% of the employees agree, 18%

of the employees disagree and 11% of the employees strongly disagree that the training

program was emphasis on relevant safety programs.

Interpretation: The above analysis says that the company takes care of employees

through safety and welfare measure.

27%

44%

18%

11%

Training program emphasis on relevant saftey programs.

Strongly agree

Agree

Disagree

Strongly disagree

12. Does the training help you to upgrade soft skills like communication skills,

leadership, team building etc.?

a) To a great extent b) To some extent c) Very little extent d) Not at all.


RESPONDENTS.

1 24 44%

2 19 35%

3 7 13%

4 3 8%

Data analysis: 44% of the employees strongly agreed to a great extent, 35% of

employees agree to some extent, 13% are says very little extent and 8% are says not at

all that training does not help to upgrade soft skills like communication skills,

leadership and team.

Interpretation: The above analysis says that the training in the company helps to

upgrade the soft skills of the employees.

44%

35%

13%

8%

The training program help to upgrade the soft skills of employees.

To a great extent To some extentVery little extentNot at all

13. Did the training policy of your organization helped in your career development?

a) To a great extent b) To some extent c) Very little extent d) Not at all


RESPONDENTS.

1 19 35%

2 24 44%

3 7 13%

4 5 8%

Data analysis: 35% of the employees agrees to a great extent, 44%of employees agree to

some extent, 13% says to a little extent, 8% of employees says not at all the training

program helps to upgrade their skills.

Interpretation: The above analysis says that the company’s training program helps the

employees in their career development to some extent.

35%

44%

13%

8%

The training policy of the organization helps In career development.

To a great extentTo some extentVery little extentNot at all


a) Always b) Sometimes c) Not at all

Data analysis: 35% of the employees say that training program helps always to meet

the pre-specified objectives, 43% of the employees says it help in some time and 24% of

the employees says it not at all helps to meet the pre-specified objectives.

S.NO NO.OF RESPONDENTS. % OF RESPONDENTS.

1 19 35%

2 23 43%

3 13 24%

Interpretation: The above analysis says that the company achieves its predetermined

objectives of training.

35%

43%

24%

The training program helps to meet the pre-specified objectives.

AlwaysSome times Not at all


a) Within the organization b) Outside the organization c) Both

Data analysis:

58% of the employee says that company prefers trainers within the organization, 22%

are from outside the organization and 20% says company prefers both type of trainers.

Interpretation: The above analysis says that the company prefers in-house training

experts has they will better understand the training needs that are to be given to the

employees.


1 32 58%

2 12 22%

3 11 20%



Data analysis:

47% of the employees says that training program reduce errors and wastage at work

place a great, 35% of employees to some extent, of employees says to some extent, 15%

of the employees says to a very little extent and 5% of employees not at all.

Interpretation: The above analysis says that the provides the opportunity to the

employees to use their skills.

58%22%

20%

Types of experts preferred.

With in the organiza-tionOut side organizationBoth


1 26 47%

2 19 35%

3 7 15%

4 3 5%

17. Are you able implementing the learned skills in the days-to-day job after coming

back from the training program?


Data analysis:

25% of the employee says that they are implement learned skills in the day-to-day job

after coming from the training to a great extent, 47% says to some extent, 13% of the

employees very little extent and 15% of the employees not at all.

47%

35%

13%

5%

Is training reduces errors and wastage at work place.

To a great ex-tent

To some extent

Very little ex-tent

Not at all


1 14 25%

2 26 47%

3 7 13%

4 8 15%

Interpretation: The above analysis says that the company provides opportunity to the

employees to use their skills.

18. Does the trainer collect the feedback from trainees after program is completed?

a) Yes b) No


1 46 84%

2 9 16%

Data analysis: 84% of the employee says Yes and 16% of the employees No, that the

trainer collected feedback the trainees after the training program is completed.

25%

47%

13%

15%

Are employees able to learned skills after coming training

To a great extent

To some extent

Very little extent

Not at all

Interpretation: The above analysis says that the company trainer collects feedback on

the training program from the employees after the training program is completed.

84%

16%

Employee s satisfaction with the present method of selection of candidates for training

Yes

No

19. What is your opinion on the program conducted in your organization?

a) Excellent b) Good c) Average d) poor


1 12 22%

2 26 47%

3 12 22%

4 5 9%

Data analysis: 22% of the employee says that the training conducted in the

organization is extent, 47% of the employees say that it is good, 22% says average, 9%

of the employees poor.

Interpretation: The above analysis says that the opinion of the employees on the

training program is quite good.

20. Are there any suggestions for the improvement of the training program?

a) Yes b) No.

Data analysis: 9% of

the employees say No,

91% of the employees say Yes for the improvement of training program in the

organization.

22%

47%

22%

9%

opinion on the training conducted in the organization.

Excellent

Good

Average

Poor

Sl.No

.

NO.OF RESPONDENTS. % OF RESPONDENTS.

1 5 9%

2 50 91%

Interpretation: The above analysis says that the employees are satisfied with present

training and they also give suggestions to the improvement of training program further.

9%

91%

Any suggestions for the organisation.

Yes

No

SUGGESTION:

Some of the suggestions made by the employees are:

Learned/ expert personalities from outside should be called in relevant subject

and they should important demonstration.

The training should be result oriented and people oriented.

Pre schedule training programmer to be planned at all level on continuous basis.

It should be beneficial for an employee and for organization.

CONCLUSION:

The report in training and development in HERITAGE FOODS INDIA

LIMITED has brought into light the total picture of the employee’s attitude towards

training and development.

Most of the respondents have expressed that they are interested in the on- the-

job method.

The employee in the organization are well participated in the training program.

The training is being given to the employees at regular interval.

Most of the employees are very much satisfied about the selection of the

candidates for training.

Most of the employees are expressed that the training programme is imparting

the latest technology in the market.

Most of the employees agree with the training programme meet pre-specified

objectives.

Most of the employees are respond positive with the training programme

conducted in the organization.

It is found that some of the employees are not aware or the training policy in

HERITAGE FOODS INDIA LIMITED. Hence they are made to be aware.

Most of the employees agree with the training help you to upgrade soft skills like

communication skills, leadership, team building etc.

Most of the employees agree with the organization provide training for both

present and new employees.

QUESTIONNAIRE

NAME:

AGE: SEX:

DEPARTMENT: CADRE:

Mr. I . SREE KANTHA REDDY is a management student conducting analysis study on

training and development programs in this organization. Kindly co-operate in filling the

following questionnaire: Thanking you.

01. What kind of training methods do you prefer?

a) On the job training methods b) Off the job training methods c) Both

02. Does the Organization provide training for present employees or new

employees?

a) Present employees b) New employees c) Both

03. The induction training is a well-planned exercise in the organization?

a) Strongly agree b) Agree c) Disagree.

04. What kind of training methods does the organization provide to train the

employees?

a) On the job training methods b) Off the job training methods c)

Lectures d) Audio visuals e) All the above

05. How often the training programs or conducted in your organization?

a) Every month b) Every Quarter c) Half yearly d) Once in a year

06. Training is done at all levels of organization on a continuous basis?


07. Are you participating in training actively?

a) Yes b) Agree

08. Are you satisfied with present method of selection of candidates for training?

a) Yes b) No.

09. Training program helped to increase the productivity of both quality and

quantity?


10. The training program conducted in the organization is importing latest

technology in the market?

a) Yes b) No.



12. Does the training help you to upgrade soft skills like communication skills,

leadership, team building etc.?

a) To a great extent b) To some extent c) Very little extent d) Not at all.

13. Did the training policy of your organization helped in your career development?

a) To a great extent b) To some extent c) Very little extent d) not at all


a) Always b) Sometimes c) Not at all


a) Within the organization b) Outside the organization.c) Both


b) To a great extent b) To some extent c) Very little extent d) Not at all

17. Are you able implementing the learned skills in the days-to-day job after coming

back from the training program?

b) To a great extent b) To some extent c) Very little extent d) Not at all

18. Does the trainer collect the feedback from trainees after program is completed?

b) Yes b) No

19. What is your opinion on the program conducted in your organization?

b) Excellent b) Good c) Average d) poor

20. Are there any suggestions for the improvement of the training program?

b) Yes b) No.

BIBLIOGRAPHY

BOOKS REFERRED:

Human Resource Management by Keith Davis.

Human Resource Management by V.S.P.Rao.

Human Resource Management by Fisher Schoenfeldt Shaw.

Human Resource & Personal Management by Aswathappa.

Personal HRM by George T.milkovich.

Websites www.heritage.com

d4721_t & d heritage

Documents

training development

training programs

effectiveness of training

development programs

behavior development

type of training

development programes

development efforts